Abstract:
Innovating and adapting to change is critical for achieving organisational success in the current
dynamic business landscape. Leadership transitions, particularly within top-level management,
significantly shape how innovation strategies are developed and executed. This study investigates
the impact of strategic leader transitions on operationalising innovation strategies within a
selected organisation in the South African liquor industry. Guided by the primary proposition that
a transition in strategic leaders significantly influences the execution of innovation strategies, this
research explores how leadership changes affect organisational priorities, vision, and, ultimately,
the successful implementation of innovation initiatives. The study concluded that strategic leader
transitions result in changes to strategic priorities, prompting adjustments in innovation strategies
that can influence both their direction and outcomes.
Furthermore, it assumes that changes in strategic leaders may alter organisational culture and
employee attitudes toward innovation, subsequently affecting the effectiveness of innovation
strategy execution. This study uses a qualitative research approach to draw insights from
employees across key departments, focusing on their experiences and perceptions regarding
leadership transitions. Through theoretical triangulation, the analysis offers a nuanced
understanding of the interrelationship between leadership transitions and operationalising
innovation strategies, contributing to the fields of organisational change, innovation management,
and leadership in the South African business context. The findings are valuable regarding
implications for managing leadership transitions to support sustained innovation and strategic
alignment within dynamic industries.
